Re-thinking Workplace Learning: extracting rather than adding

Charles Jennings

One clear finding presented was that: “t hose activities that are integrated into manager and employee workflow have the largest impact on employee performance, while those that are distinct events separate from the day-to-day job have less impact.” The general finding is that the more tightly bound learning is to the workflow, the greater the impact it is likely to have. Firstly the focus is not on learning but on performance improvement from the outset.

Embedding Learning in Work: The Benefits and Challenges

Charles Jennings

If people learn as part of the workflow then this learning is more likely to impact performance in a positive way. The Research A 2009 study by the Learning & Development Roundtable, a division of the Corporate Executive Board, reported that on-the-job learning had three times the impact on performance improvement over formal training programs. By their very nature informal and social learning is embedded in the daily workflow.

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Start with the 70. Plan for the 100.

Charles Jennings

702010 towards 100% performance by Jos Arets, Charles Jennings & Vivian Heijnen Copyright: Sutler Media Language: English Pages: 313 Size: 30.5cm x 23.5 Full explanations of how the 70:20:10 approach can be used to help overcome the ‘training bubble’ Descriptions of five new performance-focused roles to support the use of 70:2010 The detailed tasks that need to be executed in each of these roles. They are finding it helps them extend the focus on learning out into the workflow.

What is innovation?

Harold Jarche

“An innovation is the implementation of a new or significantly improved product (good or service), or process, a new marketing method, or a new organisational method in business practices, workplace organisation or external relations.” In complex and changing markets, innovation has much higher business value than merely coordinating internal tasks or improving processes. Process improvement is a tool set, not an overarching or unifying concept for an organization.

Dear C-Suite: We Don’t Do Training Anymore

Dan Pontefract

” Jane Hart, founder and principal of the Centre for Learning & Performance Technologies, says, “formal training has been the standard way of developing people for so long now that it has just become accepted practice that this is the way things are done.” Jane Hart wants us to think about Silicon Valley start-ups where they “treat learning in a very different way – and usually adopt very social collaborative approaches to learning and working.”.

What’s working in social business

Harold Jarche

” My focus on social business stems from a background in training, knowledge management, performance improvement and social learning. A dysfunctional company culture does not improve with transparency, it just gets exposed. Enterprises adopting social business need to find and support people who can model knowledge-sharing behaviours, not just talk about them. Social learning needs to be integrated into the daily workflow.

Time for the Training Department to be Taken Seriously

Xyleme

In front of an audience consisting of the people responsible for developing and executing on their company’s ECM strategy, Bob Hecht, Senior Vice President of Publishing Technologies at Informa, presented on how Informa’s performance improvement businesses, the groups responsible for the development of the company’s training content, transformed the company’s content-driven business through an enterprise project they dubbed “Olympus”. Home About Podcasts Videos Xyleme Inc.